What does the term “culture of innovation” actually mean? Two scenarios make it easy to illustrate what is at stake and what is important. Our fictitious employee is called Klaus — and the working environments invented for this article couldn't be more different...
Klaus drives into the company parking lot. The last vacant gap is at the very end of the site. Park quickly and walk 750 meters back to the entrance. The board parking spaces are here, almost all vacant — no wonder, because most now have their permanent jobs abroad.
Old, slightly yellowed photos hang in the building. They talk about the company's glorious past. It smells of coffee, probably for the conference rooms. Because the cafeteria is still closed. In return, your own office is tidy and clean. What is pending? Preparing for a presentation, the monthly report, a meeting with the boss and an appointment with the HR department.
The presentation about your own strategic idea is fun. Klaus explains in a well-founded and detailed manner how it can be implemented profitably in a very short period of time. Admittedly, it is somewhat outside the core business, but due to its potential, it could lead to a new division of business in the future. And that would be important, because the monthly report doesn't exactly show the best figures. However, the quota of activities that focus on new ideas is exceeded. All in all, everything fits — Klaus thinks.
In the meeting with the boss, Klaus presents the presentation and the monthly report. The boss flips through the presentation, nods briefly and tells Klaus that the date of the presentation has been postponed by six weeks. He spends longer on the monthly report because he doesn't like the figures. All activities involving new ideas should therefore be shut down in order to save money.
But the company wants innovations, at least that's what the company newspaper says in black and white. This information is the subject of discussion with HR management. Because Klaus wants to know what his next career steps could look like and how the contradiction regarding the innovative culture could be resolved. HR management evades, assures Klaus that his career is being planned and later writes a note that Klaus is showing a lack of support.
A few weeks later, there was a conversation between Klaus and his boss, who — addressed by HR management — had talked to Klaus several times about figures and patience in his career development. In these discussions, Klaus had repeatedly pointed out that the company's strategy was innovation after all, but this was not reflected in his tasks.
A few more weeks later, Klaus is so frustrated that he resigns, which the company gladly accepts. And then this company lives happily ever after... or not?
In the morning, Klaus finds a parking space near the entrance to the company. A good mood is spreading, which intensifies in the entrance area: appealing pictures everywhere with exciting ideas for the future, some even painted by children. It's like going to the cafeteria to grab a fragrant coffee.
Once in his own office, Klaus goes through the agenda. Presentation, monthly report, boss, break, HR. So let's go!
Preparing the presentation is a walk in the park, because Klaus knows that the topic inspires others in the company as much as he does. And the initial figures are also right — so good that Klaus is incorporating a vision of the future with this idea as a new line of business.
In the monthly report, Klaus states why the figures are a bit poor. The report makes it possible to present new ideas and their chances of success. Klaus incorporates all the important key data of his idea and explains what he is planning.
Both the presentation and the monthly report are well received by his boss. He suggests small changes that illustrate how closely these ideas are in line with the company's strategic line. With the monthly report, he pledges help to get the figures on track so that the focus can continue to be on innovation.
This also fits in with the tenor of the company newspaper, which Klaus reads online at noon. The success of Klaus' department in innovations is reported here, despite the high investments required for this. But everything points to the fact that the medium and long-term success is so great that these costs are quickly amortized.
As always, the colleague from HR is well prepared. He is familiar with Klaus' ambitions and skills. He therefore makes specific suggestions for the further development of Klaus' career. Based on his life situation and project status, they decide in conversation that Klaus will help build up a culture of innovation during a stay abroad in another country next year.
All's well that ends well? Yes, it works! If I can help you fine-tune an innovative corporate culture: One sign is enough.
